Metaphor Use in Knowledge Management

2011 ◽  
pp. 1118-1124
Author(s):  
Daniel Andriessen
Keyword(s):  
Knowledge Management ◽  
Clear Distinction ◽  
History Of ◽  
Metaphor Use ◽  
History Of Epistemology

Knowledge management is about the management of knowledge. Therefore many texts on knowledge management (KM) start with trying to explain or define what knowledge is (Nonaka & Takeuchi, 1995; Krogh, Ichijo, & Nonaka, 2000; McKenzie & Van Winkelen, 2004). As the history of epistemology shows, this debate is over 2000 years old. Some claim the debate is crucial for knowledge management, and they make a clear distinction between data, information and knowledge (Butler, 2006). Others state that it is “not essential to the fundamental mission of knowledge management” (Schwartz, 2006, p. 10). This article argues that for KM it is not important how knowledge is defined but how it is conceptualized.

Positive and negative face as descriptive categories in the history of English

2011 ◽  
Vol 12 (1-2) ◽  
pp. 178-197 ◽  
Author(s):  
Andreas H. Jucker
Keyword(s):  
Recent Work ◽  
Middle English ◽  
Old English ◽  
General Trend ◽  
Clear Distinction ◽  
History Of ◽  
Negative Face

Studies in the history of politeness in English have generally relied on the notions of positive and negative face. While earlier work argued that a general trend from positive politeness to negative politeness can be observed, more recent work has shown that in Old English and in Middle English face concerns were not as important as in Modern English and that, in certain contexts, there are also opposing tendencies from negative to positive politeness. In this paper, I focus in more detail on the notions of positive and negative face and follow up earlier suggestions that for negative face a clear distinction must be made between deference politeness and non-imposition politeness. On this basis, I assess the usefulness of the notions of positive and negative face for the development of politeness in the history of English.

Rising of the Phoenix: Mitigating Political Risk through Knowledge Management—Behn, Meyer & Co., 1840–1959

2018 ◽  
Vol 19 (4) ◽  
pp. 946-978 ◽  
Author(s):  
SHAKILA YACOB
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Malay Peninsula ◽  
International Networks ◽  
Business Interests ◽  
Political Risks ◽  
The World ◽  
History Of ◽  
British Colonial ◽  
The Phoenix

This article examines how a German firm in the Malay Peninsula—Behn, Meyer & Co.—capitalized on its knowledge management to overcome political risks during the period from 1840 until 1959. During the two world wars, all assets and properties of the Behn Meyer firm were systematically expropriated because of the introduction of the Alien Enemies (Winding Up) Act of 1914 and the subsequent imposition of a ten-year ban by the British colonial administration in the Malay Peninsula. However, Behn Meyer’s resilience and flexible outlook, as demonstrated by its management of political risks during these tumultuous periods, enabled it to rebuild its business interests and reestablish a foothold in postcolonial Malaysia and the region. This article argues that Behn Meyer displayed an exemplary business strategy, utilized its understanding of the geopolitics of the area, and leveraged its local and international networks to ensure its survival and longevity in the most tumultuous period in the history of the world.

Theory, Practice, Improvement

2017 ◽  
Author(s):  
Paola Bertucci
Keyword(s):  
Public Good ◽  
Economic History ◽  
Practical Knowledge ◽  
Clear Distinction ◽  
Academic Institutions ◽  
Practice Improvement ◽  
Colonial Expansion ◽  
History Of ◽  
Mechanical Arts

This chapter talks about early attempts to constitute associations dedicated to the improvement of the mechanical arts, casting light in particular on the earlier, little-known Société des Arts founded in Paris during the Regency (1718). It frames such associations within the broader economic history of France, with special attention to the history of artisans' migrations between France and England, and the demands deriving from France's colonial expansion. Artistes involved in these associations advocated a clear distinction between theoretical and practical knowledge, which aimed to discredit the expertise of academic institutions in technical matters. Appropriating Francis Bacon's distinction between operative and speculative knowledge, artistes contrasted the philosophers' search for truth to their expertise on practical matters and their concern with public good.

Augustine

2017 ◽  
Author(s):  
Scott MacDonald
Keyword(s):  
Rational Method ◽  
Detailed Account ◽  
Epistemic Value ◽  
Spiritual Autobiography ◽  
Systematic Method ◽  
History Of ◽  
History Of Epistemology

At the heart of Augustine’s intellectual and spiritual autobiography is a search for wisdom that demands of him sophisticated epistemological reflection. The results—in particular, his identification of the category of rational or justified assent on less-than-certain grounds and his inquiry into the nature and epistemic value of testimony—break dramatic new ground in the history of epistemology. He articulates a concept of belief (as assent to a proposition on the basis of testimony) and distinguishes it from understanding (assent to a proposition on the basis of reasoned insight). Exploiting that distinction, he develops both a rationale for and a detailed account of a systematic method for the rational investigation of theological matters, which he characterizes as belief seeking understanding. Augustine’s famous reflections on the paradox of evil and on the nature of the divine Trinity provide compelling illustrations of his application of this rational method and its results.

Evaluating an Organisation's Learning Culture Using Learning Histories

2011 ◽  
pp. 185-202 ◽  
Author(s):  
Marcus C. Jefferies ◽  
Chen Swee Eng ◽  
Ralf Zenke
Keyword(s):  
Knowledge Management ◽  
Learning Style ◽  
Business Processes ◽  
Health Sector ◽  
Organisational Learning ◽  
Learning Culture ◽  
Learning History ◽  
Learning Capabilities ◽  
History Of ◽  
Practical Tool

This research describes a recently developed approach to organisational learning known as “learning history”. Learning history involves the analysis and reflection on project experiences and business processes. The learning history of a construction industry organisation is documented and the outcomes of the learning history are used to evaluate the organisation’s methods of acquiring and managing knowledge. This learning history technique is applied in a practical setting to a case study of the Tasmanian State Public Health Sector, Australia. The findings of the learning history are used to evaluate the organisation’s knowledge management in order to evaluate its “learning culture”. The organisation developed new learning capabilities and learning history is a practical tool for organisational learning which can be widely used for knowledge transfer. Fostering knowledge management leads, indirectly, to more efficient and effective processes. In order to sustain the organisation’s learning culture then, improvement of its organisational learning style, the learning process (knowledge management), and its organic learning style is necessary.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2005 ◽  
pp. 104-129 ◽  
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Challenges in Developing a Knowledge Management Strategy for the Air Force Material Command

2011 ◽  
pp. 2397-2422
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Bharadwaj Aushadalay

2013 ◽  
pp. 1-10
Author(s):  
Mukund R. Dixit ◽  
Sanjay Verma
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Diagnostic Tools ◽  
Sustainable Competitive Advantage ◽  
Pulse Diagnosis ◽  
History Of ◽  
Tools And Techniques ◽  
Indian Medicine ◽  
Treatment Restrictions

This case provides an opportunity to identify and discuss issues in sustenance of an incumbent's strategy in the changing environment. The context is the practice of Nadi Nidan (pulse diagnosis) and treatment of disorders based on this according to Ayurveda, the ancient system of Indian medicine. It describes the functioning of Bharadwaj Aushadhalay, an Ayurveda clinic run by Vaidyaji since 1955 and presents the history of the clinic, the process by which Vaidyaji learnt the practice of Nadi Nidan, the profile of the patients, the mode of treatment, restrictions imposed by Vaidyaji on the patients, their response and competitive pressures on the system. The case also provides a brief sketch of Ayurveda, its principles, currents trends in the education and research in Ayurveda, and recent advances in diagnostic tools and techniques. The case can be used in courses of Strategic Management in the module on Strategies for Sustainable Competitive Advantage and Knowledge Management.

Challenges in Developing a Knowledge Management Strategy for the Air Force Materiel Command

2011 ◽  
pp. 314-340
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England
Keyword(s):  
Knowledge Management ◽  
Air Force ◽  
Management Strategy ◽  
Strategy Development ◽  
Knowledge Management Strategy ◽  
Km Strategy ◽  
Leadership Support ◽  
The Face ◽  
History Of

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.

Knowledge Management

2009 ◽  
pp. 552-561 ◽  
Author(s):  
Dariusz Jemielniak ◽  
Jerzy Kociatkiewicz
Keyword(s):  
Knowledge Management ◽  
Research Area ◽  
Contemporary Society ◽  
Identity Creation ◽  
Management Literature ◽  
History Of ◽  
Knowledge Intensive ◽  
Intensive Work ◽  
Current Business

Knowledge management and knowledge-intensive work are two of today’s hot buzzwords, though both already have a history of managerial usage. While some authors claim that knowledge is the most important organizational asset in contemporary society, others retort that much of knowledge management literature and practical solutions are just perfunctory and propagandist and many, if not most, managerial polices rely on manipulation of emotions and identity creation. This chapter aims to capitalize on this fascinating and timely research area. We want to present the current business fad of knowledge-management in terms of excess and forgetful repetition of ideas. We look at knowledge management as an idea of highly suspect utility, and search for explanations for and possible counterbalances to its ubiquity.

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